|
· Consultancy: Processes of Transformation · Diversity and Cultural Integration · Coaching und Teambuilding |
|
|
|
Background Within
the context of teams there often exists unexploited potential for the simultaneous
improvement of performance (effectiveness) and the quality of work life.
Teams are confronted with extremely high expectations on results. Members
of international teams are confronted with the additional challenge of
constructively handling culturally determined differences in behaviour and
perceptions: what is the primary task of the team? What are the goals of the
new partners and the team members from other origins? What are the underlying
expectations of the others? What is their way of exercising leadership? How
can we fulfil the task assigned? What is an acceptable balance between taking
and giving for me? What are the new rules and what possibilities do I have to
influence them? What is the most appropriate organisational form and how is
it possible to reach it as soon as possible? Aim
The
aim of the team coaching is to create opportunities for members in
international teams to improve communication and co-operation skills and to develop
optimal forms of leadership, integration and innovation. The
guiding principle in facilitating international teams is to support their
members in identifying and understanding differences and utilising these
differences as a constructive force for achieving better team results. The
approach and the inputs of the coaches are all designed to provide
orientation and better self-management in roles.
Arvato Team members are
enabled to ·
develop a shared
vision of the primary task ·
set and meet mutual
expectations and contributions to success ·
develop an
appreciation of cultural standards that enables them to: ·
correctly interpret
and anticipate the approaches of each cooperation partner ·
successfully pursue
their own objectives ·
recognise areas of intercultural
conflict and constructively handle them ·
negotiate and agree
upon roles and objectives ·
accept different forms
of motivation and commitment ·
develop rules of
communication, co-operation, transparency, openness, leadership, planning,
conflict management ·
identify success
factors governing the team performance ·
develop practical
proposals and the next steps of the team development ·
better define the
advantages of working together and establish team loyalty ·
install the team as a
part of a learning organisation ·
know each other
better, establish personal relationships and enjoy the time spent with
colleagues. Emphasis Improvement of team effectiveness can only be achieved by identifying
and addressing the relevant issues which are impacting the team's work and
performance: centre around intercultural, if intercultural interaction is an
issue; leadership, if leadership is a key constraint of the team, conflict
resolution...., etc.
Teambuilding
in Merger Integration Step 1: Discussions between the team leader (plus eventually his superior and
a representative of HRD) and the consultants followed by a contract on the
objectives, the approach and the process. Step 2: Interviews by the consultants of the team members. Step 3: Exploitation of the interviews by the consultants and fine tuning of
the workshop task, themes and methodology. What are the issues that can be
treated in a workshop? What are the issues to be treated in another setting? Step 4: Preparation of the workshop with the team leader including definition
of the roles of the consultants and the team leader during the workshop. Step 5: Workshop for the team members. Step 6: Balance of the workshop results and prospects by the team leader (plus
eventually his superior and a Responsible of HRD) and the consultants. What
has been solved and what are the remaining issues to be treated by whom in
which setting? Step 7: Follow-up steps: balance of the team development since the workshop, preparation
of the next steps with the team leader. Step 8,9,…: Follow-up-Meetings with the team members….
Final
Assembly Line A330/340 Airbus Methods We focus primarily on individual and group experience and
expectations. Practical alternatives based upon coaches’ experience with
similar situations may be useful. We work mostly with organisational
constellations, the Riemann-cross and cooperation-matrixes. Clients of Holzhauser & Partner in
the field of team support (eg) ·
AHT International ·
AK Coface ·
Bayern-Chemie / PROTAC ·
BMZ ·
Caritas international ·
CILSS ·
CS Communication & Systèmes ·
DaimlerChrysler ·
EADS Airbus ·
EADS Astrium Satellites ·
EADS Corporate ·
EADS Defence & Security ·
EADS Eurocopter ·
EuroAirport Basel-Mulhouse-Freiburg ·
Friedrich-Ebert-Stiftung ·
Getinge / ALM / Maquet ·
GTZ Africa, Asia and Europe ·
Lafarge Gips ·
SaarForst Holzhauser & Partner is a member of BVMW, The German Association
for Small and Medium-sized Business
Team of coaches Coaches from the company of Holzhauser & Partner and its network.
We can rely on the co-operation and competence of senior consultants and
coaches with whom we have built-up a tried and experienced relationship over
many years. Joint
Owner and Managing Director of a Consulting firm with emphasis on
organisational development in national context and of international
co-operations, project management, role counselling and team development. Coach DGSv. Formerly: Director of
international training and management development programs in Europe, Head of
the Friedrich-Ebert-Foundation in Since 1992 holder of the chair
of management studies at the Ecole des Hautes Etudes Commerciales, Carlos Barrenechea, Managing
Director of a Chilean Consultant Company. Formerly: technical studies in East
and Consultant in organisational
development. In the last years focus on coaching of individuals and teams in Last twelve years: trainer
and consultant for change management in Founder and Managing
Director of small Software-Companies in Paris Training in Mathematics (DEUG, Université
Paris X), Journalism and Commerce. Currently running a series of
international multi-media projects and consulting German-French business
co-operations. Organisational Consultant.
Owner of consulting firm: Integrated Management. Graduate member of the
Tavistock Institute International Advanced Organisational Consultation
Society. Previously was a manager and internal consultant with the
international chemical and pharmaceutical company, ICI. Mee Rae Managing Partner of
Asiaforum Thomas T. Krauss, Consultant; formerly: General
Manager, Thomas Cook Group, General Manager, American Chamber of Commerce in
Germany, Vice-President, Chase Manhattan Bank Managing Partner, Metrion
Consulting. Change processes; development and execution of qualifying
trainings in leadership and conflict. Previously architect and regional
planner. Dipl. Oec., Consultant and Trainer in the fields of
organisational change processes (mergers, organisational redesign, ..).
Before University Training several years work as technician. Many years:
internal consultant and project manager in a management board in an
international, large scale chemical-pharmaceutical company in Consultant, Training in Engineering (Ecole Centrale) and
Management (MBA INSEAD). Formerly: long term experience as a manager and
internal consultant in pharmaceutic companies in Burkard Sievers, Holder of the chair for organisational development at the Frühlingsstrasse 4 D 76327 Pfinztal Tel: +49 – (0) 7240 - 20 66 30 Fax: +49 – (0) 7240 - 20 66 56 |
Home